Overview of the Human Resource Strategy
The Mid-Term Management Plan lists three catch phrases: Pride and Happiness for All Employees, Self-Directed Careers and Growth, and Pursue My Purpose. Under the plan, we will improve our HR systems and reinforce efforts to embody SOMPO’s Purpose. In implementing human capital management, we have positioned the following as key strategies: Enhance the Group’s Human Resources, Transform the Corporate Culture, and Evolve the HR Systems and Reinforce the Human Resource Base. Going forward, these key strategies will continue to serve as axes for creating an environment in which both employees and the company can grow together as we further strengthen the management base.
Overview of the Human Resource Strategy in the Mid-Term Management Plan
Key Strategies
Enhance the Group’s Human Resources
We will clarify the talent portfolio needed to execute the Sompo Group’s management strategies and enhance the Group’s human resources.
We launched a ¥30 billion SOMPO Human Capital Fund in FY2024 to build the talent portfolio necessary to execute the management strategies of the Sompo Group and its various businesses, and to expand investment in Group talent in areas such as training and recruitment. We also hold a Talent Roundtable, attended by the CHROs and HR departments of each company, as well as the Group CEO and executives from related departments, to discuss talent training, promotion, assignment, and other matters based on succession plans for each functional area. These roundtables are helping us build the ideal talent portfolio and invest in the human resources needed to do so. Going forward, we will further augment efforts to enhance human resources, including clarifying the expertise and skills required of employees and expanding our systems for subsidizing certifications and training courses to help improve those skills.
In the various business domains and Group companies, we are stepping up training and recruitment efforts to hone employees’ expertise. For example, Sompo Japan Insurance is taking several steps to secure a stable supply of personnel to support sustainable growth, assigning recruitment ambassadors in each prefecture in Japan, offering nationwide internships and seminars for new graduates, and hiring mid-career talent through referrals. We are also moving forward with initiatives to hone expertise, such as by developing a tiered educational system including the Innovation Z talent development program for young employees, and by expanding in-house online learning, including SOMPO Japan University and SOMPO Commercial Academy.
Furthermore, as a way of shoring up the foundation for strengthening talent across the Group, we introduced SOMPO Learning Hub, a learning management platform that encourages voluntary learning on the part of employees.
Through these initiatives, we will continue to enhance sustainable corporate value for the Group going forward.
Transform the Corporate Culture
All Sompo Group executives and employees work together to transform the corporate culture into one which is open to diverse opinions and where everyone’s views are heard. In FY2024, we defined Integrity, Self-motivation, and Diversity as SOMPO’s Values, to serve as the basis for decisions and actions and as a valuable frame of reference for executives and employees throughout the Group.
We have also reviewed our Group Common Competencies to ensure consistency with SOMPO’s Values, and have reflected these in the selection criteria for Directors and Executive Officers, management promotions, employee evaluations, and recruitment, seeking to instill them more broadly and increase their effectiveness. Going forward, we will continue to pursue the transformation of a corporate culture grounded in these values, enabling diverse talent to thrive and driving the sustainable growth of the Group.
The HR Systems and Reinforce the Human Resource Base
To support the pursuit of My Purpose, which serves as the foundation of our human resource strategy, and to support initiatives to Enhance the Group’s Human Resources and Transform the Corporate Culture through HR systems and frameworks, we are expanding systems and laying the foundation to support individual choice in career development. For instance, through the Group Job Challenge Program, any Group employee can apply for an open position in any Group company, offering the chance to embrace new challenges and gain broad experience. This supports the self-directed career development of each employee, based on their My Purpose. In FY2025, we began standardizing and evolving the job-based HR systems of Sompo Holdings and Sompo Japan Insurance. Going forward, we will continue to refine extend this HR system across the Group, hone the expertise of all employees, and accelerate the development of a Center of Excellence to tie advanced expertise into the sustainable growth of the Group.
In addition, we are developing a Group-wide HR strategy platform (talent management system) with the aim of visualizing the Group’s talent portfolio and further support individual choice in career development and advances in expertise.
We are also preparing to introduce a new stock compensation program using cash stock in FY2026 for employees of Group companies in Japan. The aim is to further enhance employee awareness of Group performance and increases in stock price as well as their sense of ownership, boosting their motivation to contribute. This will foster a sense of unity throughout the Group and lead to the longer-term enhancement of corporate value.
Group-Wide Framework, KPIs
The Sompo Group will steadily implement its human resource strategy to enable every employee to achieve further growth and embody SOMPO’s Values, thereby contributing to the realization of SOMPO's Purpose.
By visualizing progress of initiatives tied to our HR strategy in terms of measuring the degree to which we achieve the KPIs set out in our Group-wide framework, we are seeking to optimize the PDCA cycle and pursuing ongoing improvement.
For details on the Group-wide framework, KPIs, please refer to “page 34 of the Sompo Holdings Integrated Annual Report 2025”
